Heng Tian Group: How Heavy Is The Burden Of Pformation And Innovation?

If the Heng Tian Group is likened to a large ship, it is now moving in the new sea area and in a new way at high speed: the acquisition and reorganization of the internationally renowned textile machinery enterprises, and the development of it.

The road of internationalization has set foot in the construction of cultural and creative industrial parks.

Heng Tian accelerates diversified development and massive scale, and changes rapidly to modern enterprises and multinational corporations.

The development of external development is certainly exciting and the pressure of its internal carrying capacity can be imagined.

How does this big ship sail smoothly in speed and passion? With doubt, our reporter interviewed Liu Haitao, general manager of the company.

How fast is the burden?

Four key points of innovation

Reporter: in the process of accelerating pformation from traditional state-owned enterprises to modern enterprises and pnational corporations, Heng Tian has always stressed the overall innovation of the way of running enterprises.

What are the practical problems encountered by enterprises?

Liu Haitao: how fast is the pformation of enterprises and the burden of innovation is multiplicity.

Heng Tian Group is a traditional state-owned enterprise, which has a certain gap compared with the international strong enterprises. The integration and management of the internal plates are also facing many new goals and subjects.

I remember that on an entrepreneur salon, I talked about the four levels of innovation within the company.

First, new targets and new roles need to be countered.

We are committed to becoming the strongest in the textile industry, making full use of global resources and making greater progress in the posture of global pnational groups.

However, the current management and operation mode of enterprises can not meet the new goals. We should make adequate preparations.

Second, human resources need to be enriched.

In the recent period, many entrepreneurs seem to be confronted with the same problem - how can the original talents of the enterprise be not used enough? Facing the new situation and requirements, the familiar areas have become unfamiliar, and the enterprises need more talents to adapt to the needs of the current development.

This is an urgent problem that the enterprise needs to solve in the next five years.

Third, the traditional system needs to be breakthroughs.

Heng Tian has gone through the process of changing from factory to company, from company to group, from group to international multinational group. From the pure state to the joint-stock system at all levels, the group management mode has changed from traditional straight line to market-oriented, intensive and specialized way.

In the process of development, such problems as overseas manager system, talent resource management and the deep problems of management system are gradually exposed, and institutional innovation is imperative.

Fourth, the industrial structure needs to be optimized urgently.

current

The structure is facing adjustment and optimization, and how to change the extensive development mode and how to change from quantity growth to quality growth.

The same is true for Heng Tian. How to make good use of the two capitals of industry and finance? How to make good use of the two domestic and international resources? How to grasp the structural relationship between the main business and sideline industry?

No best, only the best.

Start management promotion activities

Reporter: to adapt to the new development requirements, what level of innovation should be carried out in the management system of Heng Tian? What are the difficulties and priorities?

Liu Haitao: management innovation is the eternal theme of an enterprise.

Management is not the best, only the most suitable. This is my understanding of "management".

With the continuous expansion of business and the rapid growth of scale, the original management system of group companies has been difficult to adapt to the current and future development requirements.

How to manage shareholding diversified enterprises and overseas enterprises, how to promote the rapid and healthy development of each business unit, and how to further improve management efficiency and synergy and intensive capability have become the management difficulties that group companies need to break through.

At present and for some time to come, we emphasize that we should accelerate the management innovation from the following aspects: first, take the pilot work of the board of directors as an opportunity to establish and improve the corporate governance structure of the affiliated enterprises, and form an institutional mechanism for scientific decision-making, efficient implementation and effective supervision.

Two, we should further adjust and optimize the allocation of powers and departments, improve the professional management mode of the Department, give full play to the overall role of business units, and enhance business synergy and competitive advantage.

Three, we should accelerate the construction of the three level management system of the investment center, profit center and cost center, establish a flat organization system, improve efficiency and reduce management costs.

Four, we should deepen enterprise management, realize longitudinal guidance, focus on grasping daily management, combine law management with compliance management, combine business management with system management, combine equity management with operation management and control, and continuously improve the management level of enterprise, market and internationalization.

Five is to improve the group's three year rolling plan and the implementation of the special "12th Five-Year plan", so as to ensure the detailed implementation and implementation of the plan.

The six is to speed up the integration of information technology and management, and provide strong support for improving the overall management and management effectiveness of the group.

The breakthrough is to focus on solving the key problems that restrict the development and achieve breakthroughs in the development of short boards and bottlenecks. Two, we must pay close attention to increasing revenue and reducing expenditure, reducing profits and increasing efficiency, actively expanding the profit margins, and striving to achieve the goal of "ensuring growth"; three, we must conscientiously strengthen and improve basic management, conscientiously strengthen basic level construction, basic work and basic skills training, and strengthen basic management work; four, we need to enhance the level of enterprise management and management in a comprehensive way, and enhance the management efficiency, quality and growth in combination with the direction and emphasis of enterprise management. Five, we must solidify our achievements, build a long-term mechanism for continuous promotion of management and enhance the promotion and application of achievements, and make it a conscious action for all staff. In order to achieve this medium-term goal, this year, we launched the management promotion activities. The main contents include: first, we should strive to achieve the focus of the management of short boards and bottlenecks.

We must introduce and foster.

Open mechanism to create talent highland

Reporter: in recent years, the talent problem has become a common problem in the textile industry.

Can we adapt to the speed and quality of talent development in the process of accelerating pformation? Can we match the development goals of enterprises?

Liu Haitao: the problem of talent is the first big problem in the development of enterprises.

To solve this problem, macroscopically speaking, we should be people-oriented. On the micro level, we should cultivate and make good use of the talent team through scientific system design.

With the increase of structural adjustment of the group company and the entry into the new business field, our problems in talent storage, personnel use and personnel training are becoming more and more serious. There is a clear shortage of senior management personnel, high-level professional and technical personnel and highly skilled personnel.

For enterprises, the cultivation and function of their own talents is the leading force. But with the continuous development of enterprises, you will find that our own talents are not enough and need to be introduced in large quantities. This requires the scientific and effective management and introduction of talents in the enterprise.

Only when we build a nest, we can have Phoenix.

Over the past few years, we have done a lot of work in the field of talent introduction, training, utilization and examination, especially in the assessment and evaluation of enterprise management talents. However, the level of human resource management has not been high in accelerating the group's international business unit. Especially in the context of rapid development of the group industry, continuous improvement of international level and accelerating pace of development, according to the principles of marketization, internationalization and youth, the efforts to strengthen and standardize the introduction, training and communication of talents are not enough, and there is still room for exploration and improvement.

Reporter: Heng Tian has proposed that we must build the talent highland advantage of Heng Tian by training 100 professional and technical leaders and 10 professional and technical leaders who have international influence in related industries.

What is the specific way to achieve this goal?

Liu Haitao: in recent years, we have done a lot of work in introducing talents, especially in introducing high-end talents.

First of all, with the increase of M & A enterprises, the group has gathered many other talents. Secondly, through the market recruitment, some talents have been absorbed. Finally, the traditional thinking has been broken, some high level overseas talents have been introduced to the high salary and professional platform, and experts from Japan, the United States and Germany have been hired.

In addition, we should intensify our efforts in personnel training and internal mechanisms.

In recent years, the group has great demand for the compound talents.

To this end, on the one hand, we actively set up various overseas training courses to actively train and select internal talents; on the other hand, we actively seek good talents in the society and reach long-term cooperation with Heng Tian.

We also actively seek cooperation agencies and entrust them to help us in talent selection and cooperation.

Interviewer: do the internal and external talents and the old and new employees pool together? Will the difference in their treatment and system lead to management difficulties?

Liu Haitao: I think we need to further emancipate our minds on the issue of talents. On the one hand, we should strengthen the training, selection and use of existing talents, and increase recruitment and selection of talents in international, market-oriented and professional fields. We should constantly innovate in establishing and standardizing incentives, streamlining mechanisms and rationalizing distribution relations. We will constantly improve the personnel selection process and employment system and mechanism, and constantly innovate in strengthening cadres, talents exchange and training more talents among various departments of headquarters, enterprises and enterprises.

From the perspective of the whole talent mechanism, Heng Tian has been able to recruit talents in an open mind. For example, in order to better practice the new management concepts and management methods, the deputy positions of all departments of the company are openly open for the whole group and even the whole society.

Staff appraisal is a year-round mechanism, and we hope to encourage everyone to keep on working in order to get better welfare benefits and develop better.

If external talents strengthen the competition mechanism, you will have better space for talents.

For employees in and out, we take the old way, new ways for the elderly.

The consensus of the group leaders is that every one of us should stand at the height of the long-term development of the enterprise and be a good Bole player.

Emphasizing synergy and encouraging individuality

Attach importance to the "life" and "long" of corporate culture

Reporter: in a short period of time, M & A has managed many enterprises, including local state-owned enterprises, private enterprises and overseas enterprises.

These enterprises have different management culture and mechanisms. How will Heng Tian achieve cultural integration and smooth management and enhance group synergy?

Liu Haitao: individuals should have similar interests and cultural identity is the basic.

The growth of an enterprise is like the growth of trees. Corporate culture is the DNA of an enterprise. Its quality determines the health of an enterprise.

In my opinion, if we want to further develop healthfully, we must clearly put forward the concept of cultural management, unite the team, unite people's hearts, standardize actions and promote the implementation of strategy by a unified cultural concept.

Over the past few years, the party and government of the group have attached great importance to the construction of enterprise culture. A lot of basic and creative work has been done in strengthening the construction of enterprise culture, refining the group value concept, defining the behavior norms of enterprises and employees, unifying the new logo of the group, and basically building and forming an enterprise culture system with both the characteristics of the times and the connotation of the development of Heng Tian.

We put forward the slogan of "Hui Yue Yu Min and Heng Da Xia". The core values of "achievements, rules and integrity" and the spirit of "synergy, innovation and excellence" conformed to the reality of Hengtian Group, and also reflected the party's requirements for the construction of enterprise culture.

The construction of corporate culture also has a "born" and "long" process. We put forward clear values and build a complete system of values. This is "life", and the implementation of values into concrete actions becomes everyone's habit and behavior is "long".

For enterprises, "long" and "Sheng" are equally important.

In the aspect of cultural construction, our current important work is to strengthen the integration and innovation of corporate culture in accordance with the requirements of the group's development strategy in combination with the realities of the merger and acquisition of local state-owned enterprises, private enterprises and overseas enterprises. We should focus on integrating the cultural elements and advanced concepts of different types of enterprises, learn from each other and learn from each other's strengths, so as to form an inclusive corporate culture and enhance the cohesive force and core competitiveness of the group through cultural construction.

Specifically, in the face of different types of enterprises under the group, we attach great importance to synergy, and also focus on encouraging individuality, providing a relaxed environment for M & A enterprises, and giving everyone more space to cooperate. We advocate that we should learn from each other on the basis of mutual respect and cooperate with each other on the basis of learning.

Strengthening cultural management of enterprises is not empty talk. It must be practical to put into practice.

This year, we will strengthen our work in brand building. We will support the launch of many brands on the basis of the development of leading brands and form a "star companion" brand mode to develop together.

On the upcoming ITMA ASIA+ CITME 2012, the next exhibition hall of Heng Tian Bao collects all the related enterprises and displays the overall image of Heng Tian through unified LOGO, foreign cultural propaganda and basic style.